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| Criterion |  Decision Making PERT Estimation |  Product Strategy ICE Scoring |  Decision Making Assumption Surfacing |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | ICE Table, Top Idea List | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | EstimationUncertaintyRisk | PrioritizationScoringGrowthDecision | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs |